Responsible for managing concurrent installation and implementation projects and teams. Writes project charters, drafts work plans, coordinates human and other resources for both Draeger and the customer and executes the project with a high degree of customer satisfaction. Project range from $.5mio to multi-million, multi year engagements. Primary customer interactions are with physicians, nurses, biomedical or clinical engineers and IT managers. Successfully turned around 3 troubled projects during tenure. Winner of 2019 and 2021 Zenith Award for Project Managers from Draeger.

Partnering closely with Vice President level leadership and Regional Services Sales Managers, accurately forecast implementation and consulting engagements to ensure that 100+ Project Managers remain highly utilized for all current, backlogged and future Project Management needs. Drive regular discussions on upcoming staffing needs and skillsets to ensure hiring decisions are executed on a timely basis. Nearly 0% availability of PM team while bringing on new headcount at accelerated pace. Forecasted utilization was within +/- 2% of actual results.Concurrently, project manage initiatives to improve efficiencies in deployment and other processes. Successfully developed web-based self-forecasting tool for entire consulting population (US and abroad). This allowed the Resource Management team a 360-degree assessment of the consultant and Project Management capacity on a forward looking basis.

Role equated a COO for a consultancy. With that direction, guided the Technology Consulting and Project Management Consulting practices to achieving their financial and process targets. Contributed to strategic-planning efforts for the practices and assumed responsibility for working with Management representatives across the company to negotiate and track to the financial and operational metrics for both practices being support. Sought out business process deficiencies and corrected. Established new processes when needed. Provided significant input to the restart of a strategic consultancy; many new-to-Siemens resources were successfully and quickly oriented and deployed to customer engagements based on my longevity and knowledge of the company and customers.Identified in excess of $1 million of overaccrued vacation for 800 employees. Reduced variance in backlog by 35%. Viewed as member of leadership team for both Technology and Project Management consulting practices.

As the liason between Global Services Management and the IT implementation team, project managed the the successful implementation of PeopleSoft v 8.0 Projects module for the professional services organization. Negotiated between groups to meet functionality requirements without taking on system enhancements and customizations which are costly to maintain. Ensured requirements were clearly understood and that important reporting was available day 1.Created new or enhanced exisiting operational processes related to the Supply Chain Management process. Collected and implemented key IT system enhancements for PeopleSoft ERP Projects & Resource Management module, post live. Researched and eliminated processes or system inefficiencies resulting in greater reliability of underlying data. Partnered with Contract Administration management to resolve and remove barriers to efficient Order Fulfillment. Executed financial analysis to report on key project metrics; researched and resolved cutomer billing and invoice errors related to system set up or use. Located and invoiced approximately $1 million of unbilled services revenue. Developed and delivered education and training on the proper use of PeopleSoft Projects 8.0 to support the Order Fulfillment business process.

Identified needs for 7 primary customers, developed professional services proposals to address customer needs, negotiated and executed professional services agreements, staffed and oversaw resultant engagements. • Managed successful Y2K implementation of PeopleSoft 7.0 HRMS for 20,000 employees in a large integrated health system.• Revised proprietary upgrade methodology for PeopleSoft 8.0• Developed white paper and all marketing, sales and delivery tools for new HRIS business process improvement service line.• Achieved personal sales and revenue targets each year

Project manager for on-time, on-budget upgrade of PeopleSoft HRMS for 7,500-employee regional health system. Developed proprietary upgrade methodology for PeopleSoft release 7 and 7.5.

Project manager for successful on-time, on-budget implementation of PeopleSoft HRMS and financials in large, merged integrated health network. Performed current state/future state assessments for multiple hospitals and health system as it related to their implementation of PeopleSoft.

The Executive Board consists of 4 Directors and a President, all volunteer leaders. This group drives the strategic direction of the entire organization. The Board is elected by the membership and is accountable for everything the organization is, everything it does, and everything it achieves. It oversee all aspects of the membership experience as well as the operations and financial viability of the organization. The Directors on the Executive Board also provide oversight and guidance to the other operating entities of the Fraternity. The women who make up the Executive Board are called to exercise their responsibilities primarily by making good and timely inquiries and having strategic conversations to position Delta Delta Delta for success today and in the future. The Board is structured to ensure that all viewpoints are considered in decision making and is devoted to making sure the Fraternity is positioned to be a viable organization long into the future.Founded in 1888, Tri Delta is a leader among social Greek organizations through its passion for progress and visionary thinking. Through partnerships with nationally recognized organizations like St. Jude Children’s Research Hospital, award-winning publications like The Trident, and innovative collegiate and alumnae initiatives, Tri Delta is committed to leveraging our timeless values to revitalize the sorority experience.

Oversaw installation and conversion of the legacy Fixed Asset system to PeopleSoft Asset Management. Supervised three staff accountants.

(Formerly Trustees' Private Bank) Financial controller for last private bank in Pennsylvania. Lead effort to convert bank to FDIC membership.

Project manager for installation and conversion to McCormack and Dodge general ledger. Supervised three staff accountants.